We designed our specialist practices and programmes as an opportunity for applicants of all backgrounds, not just STEM academics, to train in the areas of data and technology where our clients are facing pressing skills-gaps - and not sacrifice a salary to do so. We have been refining our selection process to find the future leaders in next-generation technology, and in doing so have collected our top 4 focuses when pursuing effective, fair, and innovative hiring.
1. Recognise talent, not knowledge
Finding the best means keeping an open mind to who our consultants can be. Whilst a large proportion of our applicants are from STEM backgrounds, an academic background is not a prerequisite to skill and ability. Graduates from subjects such as history, philosophy, and anthropology have applied their studies to prove they can learn quickly and have the right strengths to succeed.
Our selection process tests a variety of aptitudes, including logic, communication, situation judgement and commerciality, all which are applicable to our training style and demands. Ultimately, we put the onus on our inhouse courses and trainers to deliver the knowledge base our clients expect, while our hiring process can focus on sourcing talent which will reward our clients in the long-term.
2. The benefits of being flexible
Our metrics are also designed to make sure the consultants best fit the specific stream they are assigned. Our inhouse analytics then allow us to assess their strengths and to which of our programmes they are best suited, so that we may suggest a different pathway from their original option if we see potential for a better match. This way, we don’t lose valuable talent and our candidates feel confident in their handpicked position at Kubrick.
3. Understanding the bigger picture
We expect our consultants to deliver more than their technological ability. While they possess hard-to-find knowledge in the latest data tools, they shine because they possess strong communication, presentation, and stakeholder management skills. Telephone interviews and presentations are practical means of assessing these skills but are undermined unless the tasks are relevant and specific to real-world demands, rather than box-ticking exercises.
A significant pain point for many of our partners is the disconnect between the data team and wider business. Our assessment of commerciality identifies the candidates who are prepared for their role in the larger context of transforming businesses. We are cultivating the future data leaders, which is why more than 90% of our clients offer permanent positions to Kubrick consultants at the end of their development period.
4. Diversity is our not-so-secret weapon
Since Kubrick’s inception, we have put diversity in the forefront of our aims – disrupting the data, AI, and cloud space includes its alarming gender bias. We hold ourselves accountable to hiring around 40% female employees, when industry averages can be as low as 16%. This aim is not a challenge with which we struggle, but a marker for success; we reap the rewards of diversity throughout the business, whether in scrum teams during training or in the achievements of our consultants onsite with clients.
In the wake of COVID-19, virtual recruitment and onboarding are no longer temporary inconveniences but a likely longer-term reality for businesses. The pressure to find and retain talent amidst accelerating digital transformations is a daunting task without the option of in-person interviews. However, by maintaining a clear picture of our overall goals, working style, and typical talent challenges, the selection process can become a streamlined and successful operation which endures.
We want to hear from you! To learn more about Kubrick’s consultants, training programmes, and selection processes, please get in touch: email@example.com